What can be done about violence at work?

As awareness of the problem of violence at work increases, knowledge of

what can be done about it is growing. In particular, it is recognized by many
experts that a comprehensive approach has to be adopted, rather than
searching for a single solution to any problem or situation. The full range of
causes which generate violence should be analysed and a variety of
intervention strategies adopted. Responses to workplace violence are
frequently ineffective because they are limited in scope, episodic and ill-
defined.

It is now more widely understood that violence at work is not an isolated,

individual problem, but a structural, strategic issue rooted in wider social,
economic, organizational and cultural factors. The response should therefore
be directed at tackling the causes, rather than the effects of violence at work
through the adoption of a preventive, systematic, participative and targeted
approach.

Preventive strategies

Rather than considering them to be random acts of violence by criminals, it is

now being much more widely recognized that violence at work is potentially
preventable. Experts emphasize the importance of a response which includes
the most appropriate mix of measures according to the situation.

A participative strategy and a statement of intent

The common elements of preventive strategies and plans on violence usually

include the involvement of all those concerned and a clear statement of intent
which reflects a real commitment from all parties concerned to recognize the
importance of the fight against violence at work. This is usually accompanied
by the establishment of a written policy.

Selection and screening

Selection tools, such as written tests, interviews, performance tests and

psychological tests are commonly recommended. These may help to identify
individuals who are more tailored to certain jobs, who are less likely to get
stressed, frustrated or angered, and who may therefore be less prone to
violent workplace responses. However, the effectiveness of screening has
been questioned, as have the limits which should be imposed on such
practices. In particular, psychological, alcohol, drug and genetic testing are
under scrutiny.

Training

Regular and updated training is essential to the prevention of violence. Such

training involves instilling interpersonal and communication skills which can be
used to defuse and prevent a potentially threatening situation. It helps to
improve the ability to identify potentially violent situations and people. It gives
employees knowledge of the nature of client aggression, the motivations of
aggressors, clues to impending aggression and how to respond to emotional
clients.

Information and communication

The circulation of information, open communication and guidance can greatly

reduce the risk of violence at work by defusing tension and frustration among
workers. The circulation of information is of particular importance in removing
the taboo of silence which often surrounds cases of sexual harassment,
mobbing and bullying. Information sessions, personnel meetings, office
meetings, group discussions and problem-solving groups can prove very
effective in this respect. Staff should also be informed of the best way of
coping with aggression by means of guidelines and staff development
programmes on violence at work.

Effective communication with clients and the public can also do much to
prevent violence. For example, the provision of information to patients, their
friends and relatives, is crucial to lessening the risk of assault in hospitals,
particularly in cases involving distress and long waiting periods.

Physical environment and layout

Design elements of the work environment can play an important role in the
prevention of violence, including:

• general factors, such as ventilation and thermal control; seating,

especially where waiting is involved; comfort and size of waiting rooms;
noise level; colour and light; and toilet facilities. Other design factors
include controlled entrances, alarms, security screens and guards,
protective barriers and surveillance systems to alert colleagues if
urgent help is needed.

• protection-specific design, for which conditions vary greatly between

locations and industries. For example, in cash-handling businesses, it
is recommended that bulk cash-handling areas be located as far as
possible from entrances and exits, while in educational institutions, it is
suggested that the reception area should be located as close as
possible to the main entrance. Moreover, the perceived effectiveness
of specific measures can vary. In some countries, screens around bus
drivers have been found to reduce assaults, while in others emergency
buttons and hidden microphones have been found to have a greater
deterrent value.
Work organization and job design

Work organization and job design are key issues in developing preventive
strategies against workplace violence. For example, effective means of
reducing tension and avoiding aggression between workers and in their
contact with the public include ensuring that: staffing levels are appropriate;
tasks are assigned according to experience and competence; tasks are
clearly defined; working hours are not excessive; and shifts are adequate to a
particular situation.

Changing work practices to limit dissatisfaction from clients is also extremely

important. The most influential factors in reducing client aggression are
speedy and efficient service, which can be facilitated by strategies such as
staff rotation for particularly demanding jobs, scheduling more staff at peak
periods, tailoring client flow systems and keeping waiting times to a minimum.

Organizational solutions may include changing the job or system to reduce

the face-to-face contact with the public, thereby limiting opportunities for
violent behaviour. The improvement of cash-handling procedures and the
introduction of automatic ticket dispensers/collectors and cash machines can
also assist, although it is important to ensure that, because staff are less
visible, these measures do not make violence a greater risk for members of
the public instead.

Dealing with violent incidents

While prevention is by far the best way of addressing violence at work, it is

important for workers to be prepared and procedures to be established to
defuse difficult situations and avoid violent confrontation.

Defusing aggression

Even in the most difficult situations, there is often some room for manoeuvre
before violence is initiated. Many guidelines have been developed which
recommend ways of minimizing the risk of a violent incident taking place.

In this respect, personal attitudes and behaviour are extremely important. A

person who is on the brink of physical aggression has a number choices: to
attack, to retreat or to compromise. It is necessary to guide them towards the
latter two, for example by staying calm, speaking gently, slowly and clearly,
trying to talk things through in a reasonable manner and avoiding an
aggressive stance, such as crossed arms, hands on hips, wagging a finger or
raising an arm, all of which challenge and confront.

Immediate action after violent incidents

Depending on the nature and gravity of the violence, police intervention may
be required, especially in the case of major incidents. In any case, the
importance of recording and reporting workplace violence is emphasized by
all experts. The recording and reporting system should cover all incidents,
including both minor and potential incidents where no actual harm has
resulted. Apparently trivial events should not be neglected, since they may
become relevant later, for example to assist in detecting persistent patterns of
behaviour or an escalation in aggression. Employees should know how and
where to report violent acts or threats of violence, without fear of reprisal or
criticism.

The victims of violence can experience a wide range of disturbing reactions

and may need psychological help to deal with the distressing and often
disabling after-effects of a violent incident. Debriefing is recommended in all
but the most trivial cases, usually in the form of meetings, preferably run by
staff and involving as many people as possible who were involved in the
incident. It is also generally recommended that trauma-crisis counselling
should be incorporated into the post-incident response, either through
qualified staff or outside specialists. Finally, especially in the case of major
violent incidents, some victims may need long-term support, which may
include extended professional counselling, legal assistance with
compensation procedures, rehabilitation and help in redeployment.

Monitoring and evaluation

Finally, it is necessary to review and check the effectiveness of measures

which are taken to prevent and deal with violence at work. This should take
the form of monitoring the results of the changes that have been introduced,
using a system through which employees can provide regular feedback, so
that the impact of the changes can be evaluated and any remaining problems
or any change in the nature of the problems can be detected.